RTPM Study guide based on
actual test 2026
Technology Responsibility Matrix—ANSWER--The technology responsibility matrix includes
key information about furnishings, the statement of work, technology systems, and technology
spaces. It does not, however, include information about the commissioning or QA plans.
(TPMRM, page 1-24)
Integration Management—ANSWER--Covers the breakup of a larger project to multiple small
projects or conversely running several small projects as one . it also includes the integration of
various sub-contractors into the organization under an integrated plan.
Stakeholder management "Keep satisified"—ANSWER--Client President
Financial sponsors
cheif finance officer
AHJ
general contractor.
Stakeholder management "Manage Closely"—ANSWER--Board of directors
client PM
general contractor PM
Stakenholder management "Monitor"—ANSWER--Architect
,Engineer
Sub contractors
Service providers
Stakeholder management "Keep Informed"—ANSWER--design consultaint (client)
Department heads
Community advocates
Client staff
Vendors
End user
OBS "Orgnization Breakdown Structure"—ANSWER--Shows who is responsible for other team
members. simular to a RACI chart regardless of the pay scale or hierarchy
Work Breakdown Structure (WBS)—ANSWER--It must cover the elements of the project's
end product or deliverable and also all the elements of the project, including:
1 Planning
2 Implementing the project
3 Closing out the project.
It should be as specific as possible.
Work Breakdown Structure (WBS) Level 1 first position—ANSWER--Represents the overall
deliverable of the project.
Work Breakdown Structure (WBS) Second position—ANSWER--Represents summary tasks
within the overall deliverable or project.
© 2026 Copyright. All Rights Reserved. This document is
protected by copyright law, Copyrighted By Brittie Donald
, Work Breakdown Structure (WBS) Third position—ANSWER--Represents work packages
that are discrete activities within each summary task within the overall deliverable of a project.
PERT developing a schedule finish to start—ANSWER--Finish - Start
Pulling cable can't start until installing conduit finishes
PERT developing a schedule Finish - Finish—ANSWER--finish - finish
Labeling outlets cannot finish until testing finishes
PERT developing a schedule Start - Start—ANSWER--Start - Start
Bond basket tray cannot start until hang basket tray starts
PERT developing a schedule Start - Finish—ANSWER--Start - Finish
install fiber can not finish until ordered fiber starts
What are the three estimates used in PERT for each activity?—ANSWER--Optimistic,
Most Likely,
Pessimistic
What does the Optimistic estimate represent in PERT?—ANSWER--Lowest projected cost or
fastest time
What does the Most Likely estimate represent in PERT?—ANSWER--Average project cost or
time
What does the Pessimistic estimate represent in PERT?—ANSWER--Highest projected cost or
longest timeframe
PERT Calulation—ANSWER--(optimistic + (4 x Most Likey) + Pessimistic)/ 6 =
actual test 2026
Technology Responsibility Matrix—ANSWER--The technology responsibility matrix includes
key information about furnishings, the statement of work, technology systems, and technology
spaces. It does not, however, include information about the commissioning or QA plans.
(TPMRM, page 1-24)
Integration Management—ANSWER--Covers the breakup of a larger project to multiple small
projects or conversely running several small projects as one . it also includes the integration of
various sub-contractors into the organization under an integrated plan.
Stakeholder management "Keep satisified"—ANSWER--Client President
Financial sponsors
cheif finance officer
AHJ
general contractor.
Stakeholder management "Manage Closely"—ANSWER--Board of directors
client PM
general contractor PM
Stakenholder management "Monitor"—ANSWER--Architect
,Engineer
Sub contractors
Service providers
Stakeholder management "Keep Informed"—ANSWER--design consultaint (client)
Department heads
Community advocates
Client staff
Vendors
End user
OBS "Orgnization Breakdown Structure"—ANSWER--Shows who is responsible for other team
members. simular to a RACI chart regardless of the pay scale or hierarchy
Work Breakdown Structure (WBS)—ANSWER--It must cover the elements of the project's
end product or deliverable and also all the elements of the project, including:
1 Planning
2 Implementing the project
3 Closing out the project.
It should be as specific as possible.
Work Breakdown Structure (WBS) Level 1 first position—ANSWER--Represents the overall
deliverable of the project.
Work Breakdown Structure (WBS) Second position—ANSWER--Represents summary tasks
within the overall deliverable or project.
© 2026 Copyright. All Rights Reserved. This document is
protected by copyright law, Copyrighted By Brittie Donald
, Work Breakdown Structure (WBS) Third position—ANSWER--Represents work packages
that are discrete activities within each summary task within the overall deliverable of a project.
PERT developing a schedule finish to start—ANSWER--Finish - Start
Pulling cable can't start until installing conduit finishes
PERT developing a schedule Finish - Finish—ANSWER--finish - finish
Labeling outlets cannot finish until testing finishes
PERT developing a schedule Start - Start—ANSWER--Start - Start
Bond basket tray cannot start until hang basket tray starts
PERT developing a schedule Start - Finish—ANSWER--Start - Finish
install fiber can not finish until ordered fiber starts
What are the three estimates used in PERT for each activity?—ANSWER--Optimistic,
Most Likely,
Pessimistic
What does the Optimistic estimate represent in PERT?—ANSWER--Lowest projected cost or
fastest time
What does the Most Likely estimate represent in PERT?—ANSWER--Average project cost or
time
What does the Pessimistic estimate represent in PERT?—ANSWER--Highest projected cost or
longest timeframe
PERT Calulation—ANSWER--(optimistic + (4 x Most Likey) + Pessimistic)/ 6 =
